“The Essentials: Persuading People,” by the Women at Work podcast

 

Establish Your Expertise Without Coming Across as Arrogant

It’s far easier to persuade people when they trust your expertise. But proclaiming, “I’m an expert here!” is likely to rub them the wrong way. So, whether you’re trying to get a client to sign on with your company or convince colleagues to buy into your idea, how can you establish your authority — without sounding arrogant or like a know-it-all? (1) One way is to bring in someone they trust to endorse your expertise. You may ask a senior colleague to speak up about your authority on the subject matter at hand.  (2)  Or, you can even reference your relationship with a third party whom your employees trust and admire. This sort of name-dropping might feel uncomfortable, but done gracefully, it can lend you credibility. (3)  Another tactic is to couple your assertions of competence with a degree of warmth. For example, you might say, “I’m excited to work with you because I’ve worked with similar clients over the past 10 years and we’ve gotten great results together,” or, “I’ve been in this field for 15 years because I love it and I’m looking forward to collaborating with you.”  Statements like these allow you to put your expertise out there in a warm, friendly, cooperative way.

This tip is adapted from “The Essentials: Persuading People,” by the Women at Work podcast

“Dismantling 'Benevolent' Sexism,” by Negin Sattari et al.

 Tue 14 June 2022 

" Interrupt “Benevolent” Sexism on Your Team " 

As a leader, you have a responsibility to address "benevolent" sexism: attitudes, practices, and actions that seem positive but undermine supporting women at work, often under the pretense of helping, protecting, or complimenting them.

For example, not offering a high-visibility project to a woman because she has young children , without asking her first . 

(1)  To interrupt benevolent sexism, start by increasing your awareness.

 Reflect on how ideas such as "men are responsible for protecting women" or "men and women are different and complementary" can actually be harmful. Check your assumptions about how people should or shouldn’t act based on their gender. 

(2) Then, if you hear others making benevolently sexist comments, CHALLENGE  them. For example, if a colleague wants to “save” a woman from a complex project, help them zoom out by asking: “What are the consequences of not involving her in this project? Wouldn’t it be better to ask her directly instead of assuming she won’t want it?”

(3)  Finally, model equitable behavior by focusing on women’s competencies. Give feedback related to work results, instead of characteristics stereotypically associated with women, such as warmth or likability.

This tip is adapted from “Dismantling 'Benevolent' Sexism,” by Negin Sattari et al.

“Are People Analytics Dehumanizing Your Employees?,” by David De Cremer and Jakob Stollberger

 

Introduce “People Analytics” without Alienating Employees

More than ever, companies are using data to measure and shape employee’s workdays. However, introducing people analytics on your team is a delicate task. How can you ensure that you're using this data to safeguard and empower employees — not to monitor and optimize them? Here are three strategies that can help. Make clear it’s not a step towards automation. An inherent risk of people analytics is that your employees might begin to feel as though they are increasingly replaceable and secondary to the systems that monitor them. To avoid this harmful perception, frame people analytics as a way to augment and amplify their work — not render them obsolete. Communicate that people analytics is about more than just boosting efficiency. Focus on how monitoring and analyzing data can help employees grow and develop as people, not just performers. Avoid labeling people as data. When communicating your findings, don’t use abstract language that describes employees as depersonalized numbers, assets, or investments.

This tip is adapted from “Are People Analytics Dehumanizing Your Employees?,” by David De Cremer and Jakob Stollberger

“10 Red Flags to Watch Out for in a Job Interview,” by Rebecca Zucker

 

Watch Out for These Job Interview Red Flags

You can never predict how a new job will pan out. But keeping an eye out for red flags during the interview process can help you avoid making a decision you might later regret. Here are some warning signs to look out for. Disorganization. It’s not unusual to have to reschedule a job interview, but if it happens more than once or twice, or the recruiter takes an exceedingly long time to respond to your emails, it’s an indication that something is amiss. Bait and switch. If the job you’re interviewing for starts to sound very different from the description you applied to, it might be time to reconsider. An excessive number of interviews and/or a drawn-out interview process. Either (or both) of these can be a sign that the team or organization is overly consensus-driven, indecisive, or has issues driving things to completion. Ultimatums. If you receive a so-called “exploding job offer” — a firm deadline on a tight timeline — this could be a sign that the organization is inflexible, bullying, or autocratic.

This tip is adapted from “10 Red Flags to Watch Out for in a Job Interview,” by Rebecca Zucker

“You Don’t Like Your New Boss. What Should You Do?,” by Art Markman

 Tue 07 June 2022

What to Do When You Don’t Click with Your New Boss

It’s such a relief when you start a job and you immediately click with your new boss. But what if you’re a few months into your new position and you realize that you and your boss just aren’t getting along? Here are some common reasons you might have gotten off on the wrong foot — and what to do about them. You’re not aligned on expectations. If your boss is piling on too many tasks, find out their expectations for the level of perfection. What does success look like for particular tasks? This will help you calibrate your effort and manage your time. Your boss doesn’t seem to like you. Pay attention to how your boss treats everyone. If they’re not particularly warm in general, then focus on the feedback they give you about your performance rather than on your interpersonal relationship. Your boss doesn’t help you prioritize. Bring your to-do list to your check-ins so you can walk through it together to determine which tasks are most important. You aren’t getting the feedback you need. Ask specific questions about your work to elicit the input you need to improve. When your boss realizes that you take constructive criticism well, they may begin to offer it without being asked.

This tip is adapted from “You Don’t Like Your New Boss. What Should You Do?,” by Art Markman

“What’s Your Listening Style?,” by Rebecca D Minehart et al.

 Mon 06 June 2022 

Refine Your Listening Skills

Becoming a better listener takes time and practice. Here are a few things you can do to improve this critical communication skill. Establish why you’re listening. When entering a conversation, briefly reflect on the goals of the conversation and how you can best listen in that moment. For example, is your conversation partner seeking (a)  an honest critique, (b) an analytical reflection, or ( c ) an emotional connection? Then stay focused on that objective. Don’t make the conversation about you. While interjecting your own personal story can be an act of empathy and relationship-building, it can also derail the focus of the conversation. It’s ok to insert personal comments as long as you redirect the conversation back to the other person. Always ask for more context if you need it. Sometimes, just pausing and asking a probing follow-up question is the most powerful way to glean more information — and to show your conversation partner that you’re really present.

This tip is adapted from “What’s Your Listening Style?,” by Rebecca D Minehart et al.

“The Essentials: Delegating Effectively,” by the Women at Work podcast

 Wed 08 June 2022 

When Delegating, Be as Clear as Possible

As a manager, you can’t have your hand in every single project. That’s why you need to delegate.  ( Why does delegation fail ? )   But too often, people pass on poorly defined tasks and responsibilities and aren’t clear about their expectations, leaving the person on the receiving end to sort out a mess. (1) If you want to delegate effectively, first take the time to think through what success would look like. (2) Then communicate clearly with your colleague about what you are hoping the outcome of the work will be. (a) Do you have something specific in mind or are there a range of acceptable results? (b) Explain how you will evaluate both progress and the end result and whether there are certain milestones the person should hit along the way. (3 )  You also want to clarify how the task you’re delegating connects to your team’s larger goals. If it’s one small part of a project, for example, explain how it fits into the whole. (4) Once you’ve done all that, ask the person to sum up what they heard you request. You could even ask them to send you a summary in an email so that you capture their understanding — and correct it, if necessary. Taking these steps will help you delegate in a way that delivers the results you’re hoping for.

This tip is adapted from “The Essentials: Delegating Effectively,” by the Women at Work podcast

“3 Strategies for Leading Through Difficult Times,” by Rasmus Hougaard et al.

 Fri 10 June 2022

In Uncertain Times, Lead Your Team with Selflessness, Courage, and Transparency

The past two years have presented unique challenges for managers as they’ve tried to reassure and focus employees in the face of constant uncertainty, while often struggling with their own stress and burnout. How can you continue to provide a clear and upbeat message to your team in the face of ongoing challenges?  Managing your team through ambiguous times is all about effectively managing yourself. (1)  Start by watching out for your ego. Because it’s committed to self-interest and self-preservation, your ego can dampen your ability to be adaptable in an unpredictable environment. Keeping it in check will give you the freedom to make mistakes, put others’ needs before your own, and admit to being human. (2) Next, choose courage over comfort when making difficult decisions. A courageous choice can leave you feeling vulnerable to failure, but it also sets an example for the rest of your team. (3) And finally, practice compassionate transparency. This means being open and honest with your team about what's on your mind and in your heart — and crucially, not holding back important information because you're afraid of how it will be received.

This tip is adapted from “3 Strategies for Leading Through Difficult Times,” by Rasmus Hougaard et al.

“Using Emojis to Connect with Your Team,” by Tomoko Yokoi and Jennifer Jordan

 Fri 10 June 2022

Want to Connect with Your Team? Use Emojis 🙂

It wasn’t too long ago that many people thought that the use of emojis in work communication was unprofessional. But times have changed. In fact, the shift to hybrid means that informal written communication, including emojis, is more common than ever in the workplace. As a manager, you can use this new workplace language to connect with your employees on an emotional level (after all, emojis are meant to convey feelings). (1) For example, you might kick off a team meeting by asking everyone to send an emoji describing how they feel. This simple exercise can allow you and your team to get a sense of morale with just a single glance at the screen. (2) You can also use emojis as part of your weekly check-ins with direct reports, asking them to select an emoji to indicate how their week went. Then follow up with open-ended questions, such as: What went well this week? What was the worst part of the week? Is there anything I can help with? (3) Finally, you can use emojis to influence your team’s emotional culture. Something as simple as sending a Slack message each morning with emojis that convey a positive emotion, such as happiness, pride, enthusiasm, or optimism, can make a big difference.

“The Essentials: Managing Up,” by the Women at Work podcast

 Tue 31 May 2022 

How to Give Your Boss Feedback

When you work closely with your manager, you’re likely to observe behaviors that they could improve on — whether it’s their presentation skills or the clarity of their writing. Should you share your feedback with them? (1)  First, consider whether they’d be open to it. Ask yourself: How do they take feedback from their peers or their boss? Are they typically generous about giving it themselves? (2) If you determine that sharing your input is the right course of action, be careful about your timing. Don’t just do it when it’s convenient for you. Pay attention to the stress that your boss might be under and wait for a time when they’re more likely to be receptive. (3)  Try framing the feedback as a way to help them. For example, if they wrote a report that’s a mess, you could say, “I’d love to help you streamline the monthly report. It has a ton of useful information, but at 10 pages, I’m worried we might lose people. Would you like me to help shorten it to five pages?” Input like this will require extra work on your part, but it will make your boss — and you — look good ! (3) Lastly, be sure to give your boss positive feedback too. Point out the specific things they’re doing well. Many managers don’t get this sort of input and it can help build trust between you.

This tip is adapted from “The Essentials: Managing Up,” by the Women at Work podcast

“How to Help an Employee Who Struggles with Time Management,” by Elizabeth Grace Saunders

 Fri 03 June 2022

Help a Direct Report Who Has Trouble Managing Their Time

If you have a direct report who is struggling with time management, it can be challenging to know how to address the issue. You need them to get things done but you also want to support them. (1) Before you get frustrated or deliver harsh feedback, first reflect on whether you might be contributing to the problem. Ask yourself, for example: Have there been times when you’ve sent them an assignment last minute or didn't provide clear direction?f (2)  Next, think through exactly how your direct report’s lack of time management is causing issues for you, the team, or their reputation. Once you know specifically where the issue lies, calmly communicate to them exactly what you need, when you need it, and why you need it. You can also ask them what they need from you to help them be successful. You might help them prioritize, brainstorm the direction to take, set up intermediate milestones, or request daily updates. (3) Finally, be sure to celebrate progress — especially at the beginning.

This tip is adapted from “How to Help an Employee Who Struggles with Time Management,” by Elizabeth Grace Saunders

The Art of Asking Great Questions,” by Tijs Besieux

 What Makes a Great Question

While listening is an essential skill for anyone in the workplace, the art of asking questions is equally, if not more, important. Smartly framed inquiries will help you clarify your work tasks, deliver better results, and mitigate unforeseen risks. Here are three key characteristics of great questions — and how to put them into practice.

• They demonstrate that you’re thoroughly prepared for a conversation. Whatever you are asking about, be sure to convey to your client, colleague, or manager that you’ve done your homework.
• They illustrate the expertise you bring to the table — without showing it off. You can casually reference past work or skills related to the question you plan to pose. You might say, “From my past experience doing A, B, and C, I have learned X, Y, and Z…now it makes me wonder [insert question].”
• They invite others to challenge their existing beliefs. If your question simply reinforces what your conversation partner already knows or thinks, it's not worth their time. Instead, ask questions that introduce potentially new solutions and ideas and help uncover new opportunities for you and your clients or colleagues.

This tip is adapted from “The Art of Asking Great Questions,” by Tijs Besieux